Chapter 2 Industrial buying behavior: decision making in purchasing

1. Chapter 2Industrial buying behavior: decision making in purchasing

2. Program • Organizational buying behavior: basic characteristics • Models of industrial buying behavior • The purchasing process • The specification phase • Supplier selection and supplier assessment • Negotiating and contracting • The ordering process and expediting • Follow up and evaluation of the buying process • E-procurement • Major bottlenecks and problems

3. Organizational buying behavior: • Professional purchasing:professional buyers with education and experience who know their tasks and responsibilities • Derived demand:developments in industrial markets are often related to changes in the end-user markets upstream in the value chain • Inelastic, fluctuating demand:due to the derived demand, price-elasticity in industrial markets is frequently lower than in consumer markets • Geographical concentration:many industrial markets are geographical concentrated (e.g. Silicon Valley) • Large order quantities and large amounts of money involved • Limited number of customers:industrial suppliers often supply only a few companies compared to companies that deliver directly to consumers

4. Organizational buying behavior:

5. Models of industrial buying behavior Variables that affect the buying process: Characteristics of the product Strategic importance Sums of money involved Characteristics of the purchasing market Degree of risk Role of the purchasing department in the organization Affect of purchase on existing routines

6. Models of industrial buying behavior Variables that affect the buying decision: • Task variables • Relate to tasks, responsibilities and competences assigned to a person making the decision • Non-task variables • Relate to the professional’s personality

7. The purchasing process Define specification Select supplier Contract agreement Evaluation Follow up Ordering Expediting - Vendor Proc. Role Get specification - Assure adequate - Prepare contract - Establish - Establish expediting - performance supplier selection Order routine evaluation routine - Settling contract problems Elements Functional - Prequalification - Contracting - Develop - Expediting - - Vendor rating specification of suppliers expertise order routines - 'Trouble- shooting' - Vendor Technical - Request for - Negotiating - Order handling - evaluation changes quotation expertise Bring supplier - engineering knowledge to - Vendor balanced score card - Vendor profile - Vendor ranking Documents Functional Supplier selection - Contract Order Overdue list specification proposal Norm/spec. - control

8. Aspects of the purchasing process • Business needs are leading: Business needs and requirements are the input for the purchasing process model • Process approach:the various steps in the model are closely connected and the quality of the output of the preceding steps determines to a large extent the quality of the subsequent steps • Defining the interfaces:the output of each phase has to be clearly defined, preferably with a document • Determining responsibilities:purchasing is considered to be a cross-functional responsibility. Therefore, the tasks, responsibilities and authority of the parties involved should be clearly indicated in each phase • Combining different skills, different types of knowledge and expertise:key question is how to combine the different types knowledge, skills and expertise in such way that all parties involved arrive at an optimal solution for the company

9. The purchasing process The added value of the professional buyer lies in the ability to act as a facilitator for the supply process: • Identifying new, potential suppliers and business partners for the company’s changing business needs • Being involved in new product development and investment projects • Supporting internal customers in defining purchasing specifications • Preparing and carrying out contract negotiations, setting up requisitioning and ordering routines (e.g. through electronic buying catalogues, e-Procurement) in such a way that users can place orders themselves • Setting up requisitioning and ordering routines in such a way that the users can place orders themselves • Place orders at suppliers and maintain and monitor orders, contracts and supplier files • Monitoring outstanding orders and financial obligations • Follow up and evaluation of supplier performance and maintaining relevant supplier documentation

10. Purchasing situations Three types of purchasing situations: New task situation • Completely new product from unknown suppliers • High uncertainty regarding outcome • (e.g. acquisition of capital goods) Modified Rebuy • New product from known supplier • Existing product, new supplier • Moderate uncertainty regarding outcome Straight rebuy • Known product from known supplier • Low uncertainty regarding outcome • (e.g. consumable items like MRO)

11. Examples of purchasing situations Straight rebuy Modified rebuy New task Gas, water, electricity Cleaning materials Courier services Bulk chemicals Office furniture Business cars Computers Buildings New task Routine task Low risk High risk Spare parts Office supplies Telephone system Computer terminals Production equipment Electronic components

12. The specification phase Functional specifications Technical specifications contains Purchase order specification • Quality specifications • Logistics specification • Maintenance specification • Legal and environmental requirements • Target budget

13. Supplier selection and assessment The selection step contains a number of separate steps: Determine the method of subcontracting Preliminary qualification draw up bidders list Prepare request for quotation and analysis of the bids Supplier selection

14. Negotiation and contracting Fixed-price plus incentive fee: This type of contract is designed to motivate suppliers by means of rewards to execute the work above the agreed standard. Cost-plus contract: Cost-plus contracts are used in situations where the work cannot be specified adequately, or when a fixed price constitutes too big a risk for both the supplier and the buyer. Cost-reimbursable: This type of contract is usually based on fixed hourly rates for labor and equipment. Without a bonus or penalty clause these contracts provide little incentive to minimize labor hours or costs. Agreement with price-adjustment: This type of contract is used mainly for agreements with a long-term delivery, or when very specific, market-sensitive materials are processed.

15. Fixed-price or cost-reimbursable? The decision for fixed-price or cost-reimbursable contracts concerns the following factors: • Comprehensiveness of the specification, absence of specifications makes a fair comparison impossible. • Available time, is there enough time for a tender procedure and price negotiations? • Technical expertise, when specialized knowledge and skills are required a cost-reimbursable contracts is often preferred. • Degree of knowledge of the industry, about methods and price arrangements

16. Ordering and expediting Three types of expediting: Exception expediting: buyer only takes action when the organization sends out signals of material shortages Routine status check: preventing materials supply and quality problems – few days before promised delivery, the buyer contacts the supplier to confirm delivery date Advanced status check: for critical purchase parts – a detailed production plan will be handed over to the buyer and during the process the buyer will carry out periodic checks

17. Follow up and evaluation The buyer’s role continues after the new product has been taken into production or the installation has been put into operation. • Compare invoice with the original order • Solve delivery issues • Supplier assessment: • Keep track of supplier’s quality, delivery record, competitiveness and innovativeness

18. E-procurement solutions • Electronic market places: make searching for suppliers more easy like www.chemconnect.com for chemicals and plastics or www.aeroxchange.com for the aviation industry • Electronic auctions: the electronic trade exchange is the most popular e-solution • Electronic catalogue and ordering systems: offer buyers greater opportunities for more efficient order handling. • Efficient order processing, logistics and payment systems • Transactions without human interference • Substantial cost reduction because of a.o. transaction costs

19. E-procurement solutions Forms of E-auctions: • Open Request for information (RFI) / request for proposal (RFP): • Qualification before auction • Supplier is invited based on the offer • Reversed auction • input price determined by buyer • offers are visible, suppliers can see how far away they are from the best offer • Forward auction: • Vendor determines the price • Several buyers announce their offer to the auctioneer

20. E-procurementsolutions • Most popular method under buyers is the reversed auction: • High volumes to cover the auction costs • Sufficient competition • Equal opportunities for all suppliers • The buyer has to be interesting for the supplier • Generally e-auctions realize a cost reduction between 5% and 40% • Suppliers do not like these methods because their margins will decrease

21. Transparency of Supply Market 40 20 30 6 30 6 20 3 20 3 1 1 E-procurementsolutions Traditional Sourcing eSourcing Supplier Qualification (RFI) eRFI Initial negotiations (RFP/Q) eRFP/eRFQ Final negotiations eAuction or multi round eRFP/eRFQ

22. Major bottlenecks and problems (1) • Too detailed specification: The specifications of the user are sometimes written to the capabilities of specific suppliers • Inadequate supplier selection: Failure to check the supplier's (bank) references, can produce very unpleasant surprises like bankruptcy • Personal relationships: Purchase orders are placed with suppliers with whom the user has a friendly relationship; As a result such suppliers may not be as competitive. • Contract are too general, incomplete, drafted up by the supplier or not present at all.

23. Major bottlenecks and problems (2) • Too much emphasis on price: Especially buying capital equipment buying decisions need to be based upon total-cost-of-ownership (TCO) rather than on price only. • Poor administrative processes: Putting a sound administrative system in place could lead to significant savings. • Problems in delivery phase: over time or incomplete delivery, quality problems can put the continuity of the business process in danger. • Suppliers are not systematically assessed: This results in unprofessional suppliers and repeating problems.

24. Conclusion • Industrial buying behavior was discussed from different perspectives: • Organizational perspective • Models that regard the interaction between two or more parties • Purchase process model offers organizations a tool for structuring their purchasing processes. • E-procurement solutions offer the purchasing professional many opportunities to deal with problems.